Looking down State Street toward the sea,
as it has done since the eighteenth century,
the Old State House is Boston's most
abiding monument.
It was the setting in 1761 of the first stirring
of American Independence with James Otis'
eloquent defense of personal and corporate
rights against unwarranted search by officers
of the Crown.

Eighteen months of steadily growing tension
between the citizens of the town and the
British troops finally culminated on March
5, 1770. The scene was the street in front of
the Old State House, as a small body of
Redcoats, incited by taunts hurled at them,
opened fire into a crowd. A cobbled circle
(shown in the sketch) in the pavement
marks the spot of this Boston Massacre.

Cabot's Stains, the Original Stains and Standard for the Nation since 1877.
For color cards and further information, contact the following Cabot distributors:

Dr. Basil Honikman
Chairman of the Department
of Architecture, Architectural
Engineering and Planning
SUniversity of Miami
"There are dozens of ways to practice
architecture today. The school
experience must be able to synthesize
the stereotype image of the architect
as 'artist' with a new discipline giving
the student a reasonable proficiency
in the basic skills and knowledge of
architectural theory and practice."
Dr. Honikman believes "that
architecture is a subject for study,
theory building and knowledge
searching. These activities are essential
in the University and are most needed
in subjects where they least exist."
Looking at the school as an
institution, he feels it has a traditional
role to play in the community not only
as custodian of knowledge but in direct
involvement. It should be able to work
with the profession in complementary
investigative or consultant roles. The
school should have a graduate program
different from the undergraduate
curriculum as well as have a strong
planning program. Most important of
all the school must be able to relate
to the entire building industry and
not any segment.
Dr. Honikman comes to the UM
following two years at North Carolina
State and three years at the University
of Kansas. He is 39 years old, being
a native of Cape Town, South Africa.
He received his bachelor of
Architecture degree from the
University of Cape Town in 1960 and
his Ph.D. from the University of
London in 1972. Prior to coming to
this country Dr. Honikman taught at
the School of Architecture, Kingston
Polytechnic, 1965-72. His practice
experience includes projects in Great
Britain, South Africa, California and
Kansas. Dr. Honikman is the author
of more than 40 publications covering
building evaluation, architectural
psychology research, architectural
theory and architectural education and
constructional technology. He is
national secretary of the Association
of Collegiate Schools of Architecture
(USA), a director of the Environmental
Design Research Association, member
of the Royal Institute of British
Architects and is a Registered
Architect, United Kingdom.
CONTINUED PG. 19

You think the architect doesn't need
a voice in the political process? Or
that he doesn't need the sympathetic
ear of a politician? You say that
you're a designer, not a politician, and
besides you don't want to do
government work?
The architect is at times incredibly
naive in the workings of the political
world. Consider these facits of your
profession affected by politics:
* Your licensing board is in danger of
being diminished or abolished by
act of the legislature.
* You look to the legislature for
relief from rising liability insurance
costs.
* The legislature enacted the lien law
and many other statutes, rules and
regulations which help, or hinder,
everyday practice.
* Taxes, including the possibility of a
sales tax on professional services,
come through the political process.
* There is increasing call by state
government for price competition
for A/E services.
* Count the number of projects in
your office commissioned by a
publicly elected body.
* Consider that zoning cases are
decided by elected persons or by
a board appointed by politicians.
* Even the duties of building officials
with whom you deal every day are
enacted through the political
process.
* Etc, etc, etc.
City, county, state and nationally
these influences range on that are as
inescapable as death and taxes. And
whatever happens on a state or federal
level eventually filters down to private
enterprise.
You've got to realize that people
outside the profession-politicians and
the general public alike-don't know,
understand or even care what
architecture is all about. You have to
tell them, and in more ways than by
just producing a good building.
The point is that someone in the
profession has to mind the store-that
someone, many, must take an interest
in things political or there won't be
much or a profession left to worry
about.
Involvement is the key-from simply
sending a contribution to FAPAC to
actively campaigning for the candidate
of your choice. You're not trying to
buy influence-only seeking a
sympathetic ear.

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Florida

Architect
VOLUME 26 NUMBER 4 JULY/AUGUST 1976

4 New Architecture Heads
Introducing Dr. Basil Honikman, RIBA at the University of
Miami and Mark T. Jaroszewicz, AIA at the University of
Florida

6 University of Florida Architecture Guild Program
A week long design charette program at the University of Florida
brings practicing architects into the classroom.

8 Is There a Manager in the House?
A look at what it takes to offer construction management
services and how CM Associates of Houston handled a school
project

11 Office Profile: Schwab & Twitty
A profile on this West Palm Beach firm shows an impressive
array of work handled by a young practice

18 How Will Your Building Burn?
Joan Jefferson suggests that you have a wide range of choices
due to the lack of a uniform fire safety code

20 Three by The Bullock Associates
Design versatility is indicated by a Community College Library,
an Enlisted Men's Club and a Golf Clubhouse by this Pensacola
firm

26 News
Letters
Advertisers

THE FLORIDA ARCHITECT, Official Journal of the Florida
Association of the American Institute of Architects, Inc., is owned and
published by the Association, a Florida Corporation not for profit. It
is published bi-monthly at the Executive Office of the Association,
7100 N. Kendall Drive, Miami, Florida 33156. Telephone
(305) 661-8947. Opinions expressed by contributors are not necessarily
those of the Editor of the Florida Association of the AIA. Editorial
material may be reprinted provided full credit is given to the author
and to THE FLORIDA ARCHITECT and copy sent to publisher's
office. Single Copies, 75 cents, subscription, $6.50 per year.
Controlled Circulation Postage Paid, Miami, Florida.

Cover: "Out of the ground and into the light, a child of the sun. . the
first truly American campus." This was Frank Lloyd Wright's
description of the largest concentration of his architecture in the world
at Florida Southern College in Lakeland. In the midst of the
depression years of the 1930s, the late Dr. Ludd M. Spivey, then
President of FSC visited Wright with an idea for a strikingly beautiful
campus.. and a promise. He told Wright he had no money, but that he
would work night and day to raise it. After inspecting the site, a
hillside grove overlooking Lake Hollingsworth, Wright accepted the
challenge. The Annie Pfeiffer Chapel with its steel trellis and concrete
tower, was the first building of the campus, completed in 1941. The
last and largest was the Polk County Science Building, completed in
1957. The intervening years saw five other Wright designed structures
built: a library, administration building, a smaller chapel, a business
office complex and an arts center, all connected by covered esplanades.
In 1975 the entire FLLW complex of buildings was placed on the
National Register of Historic Places. Photos courtesy of the FSC News
Bureau.

THE FLORIDA ARCHITECT JULY/AUGUST 1976 / 5

I

Architectui

Charette

Program

Project at the University
of Florida helps bridge gap
between school and office

!al Guild
In order to better familiarize students
with practicing architects in the state,
the University of Florida College of
Architecture has developed a unique
one week charette program. The
program has a two-fold purpose: to
involve the profession in the academic
experience and to give design students
entering their thesis quarter increased
confidence to make their final design
meaningful.
It is sponsored by the Department
of Architecture and the Architectural
Guild Fund, a non-profit participatory
program for architects in Florida.
Offered in the Fall and Spring
quarters of the academic year, students
involved in the charette are in the
fourth year AE 435 design course.
The week is a regular part of their
quarters' work though the grading
process is played down. Of major
importance here is the personal
involvement and experience of being
exposed to the practicing professional.
The architectural program for the
charette is developed by the design
faculty and four architects are
contacted to act as adjunct professors.
The class is divided into four sections
with each architect in charge of one.
The architect is then expected to
develop a task structure for the
section that is similar to the design
process he employs in his office. The
major emphasis is on this design
process though other factors in real
problem solving may be brought up
by the architect.
The charette session begins on
Monday with a noon luncheon and
informal discussion between adjunct
professors, faculty and the college
dean. In the afternoon at the first
general meeting with the students
assignments are made and the
program organized.
Days Tuesday through Friday
operate on the same schedule. With
formal work sessions from 2:30pm to
5:30pm, night sessions or other work
times are at the discretion of the
architect. In the evening from 8 to
10pm each of the visiting architects in
turn gives a lecture or visual
presentation of his work so that all
the students have some exposure to the
four different design philosophies
represented. Saturday afternoon
concludes the week with one hour
presentation of each design solution.
Thus, these design students, at a
critical stage in their academic career
and through this experience, have a
unique opportunity to synthesize
taught and real life design processes.

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Program:

The architectural program for this
charette was a hotel and commercial
facility for the Gainesville Central
Business District. The city government
became concerned with the decline of
the CBD and funded a research
project at the University to develop a
comprehensive plan for the
rejuvenation of this downtown area.
That plan calls for a new city plaza,
a new judicial building, a new city
library, a theatre and exhibition space
and a hotel and commercial facility.
Land has been purchased and the
city plaza and judicial building are
under construction. Plans of these
projects were available for design
co-ordination and site visits helped
to establish environmental influences.
The program called for 300 rooms,
8 suites, conference facilities, hotel
office space as well as major and
minor restaurants, cocktail lounges,
retail shops and all necessary support
facilities. The method of presentation
was left up to each individual architect.
Shown on the facing page are the four
design solutions produced.

6 / THE FLORIDA ARCHITECT JULY/AUGUST 1976

CLYDE BRADY MARK DRISCOLL
ORLANDO IGAINESVILLE

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PETER RUMPEL
JACKSONVILLE

THE FLORIDA ARCHITECT JULY/AUGUST 1976 / 7

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Is There a Manager in the House?

The function of construction
management goes far beyond merely
changing a firm letterhead to include
those two words. A serious
misunderstanding of what construction
management is, and what a
Construction Manager does, has led a
large number of unqualified people -
professional, technical and managerial-
to self-appoint themselves as
practitioners of an art they have not
mastered.
In a changing building climate
wracked by inflation, material
shortages, environmental crises and
now recession, there has been in the
past few years a surge of interest in
bringing a new order to the process of
construction. Too often the typical
building client has become
dissatisfied with the ability of
architects and the allied construction
industry to provide a quality facility,
and at the same time, to control the
time it takes to design and construct
it, as well as control the total cost
of the facility.
Most architects, engineers and
contractors will admit that design and
construction have not been managed
nearly as efficiently as most business
and manufacturing operations. The
logic by which the best modern
management operates is that you must
plan, organize, implement and then
control the process of what is to be
accomplished. Application of this
logic to the design and construction of
physical facilities brings forth the
Construction Manager, offering a
professional service for a fee, thus
establishing the same client/
professional relationship so long
enjoyed by architects. The
Construction Manager must be as
familiar with all of the construction
processes as a true general contractor;
he must be as skilled in the area of
cost control as a talented comptroller;
as knowledgeable of scheduling
control as a plant manager; and as
financially savvy as an investment
banker.
Peter C. Darin, Jr. of Smith,
Hinchman & Grylls, writing in
"Iowa Architect" listed the following
talents which must be available
within any firm offering C.M.

services.
1) Design process experts:
Persons completely familiar with the
managers of the design process in all
of the significant disciplines including
planning, architectural, mechanical,
structural, electrical and civil.
2) Business managers: Persons
trained and experienced in managing a
business or process and having a
background in the estimating,
negotiating and supervision of field
projects, as well as a working
knowledge of the design process.
3) Cost controllers: Persons who
know how to estimate the costs of
the various systems in a building and
who understand the cost implications
of all decisions made by the design
disciplines.
4) Schedule controllers: This
skill involves an understanding of the
contractors' time requirements in all
of the trades, as well as the time
needed by the designers, whose work
is interdependent on one another.
Also, this person must be aware of the
implications of all special knowledge
available of the construction labor
and/or materials conditions in the
project area.
5) Financial expertise: An
understanding of what effect cash flow
requirements of various projects will
have on the owners. While the
embarrassment of not having cash
ready for payment of work put in
place is obvious, it is equally important
that large amounts of money not be
borrowed, nor bonds be issued, too
long in advance of when the funds are
needed. It could mean extra interest
paid, or borrowing at a disadvantageous
rate.
In addition to the talents listed
above, Maurice Appleton, Project
Manager for CM Associates on the

project examined later in this article,
stresses that a firm must be able to
implement C.M. procedures in the
public sector. Thus, the very breadth
of talent and experience required in
construction management indicates
that a team of experts will have to be
put together.
When should the construction
manager come into the picture? While
construction management is important
in the traditional lineal scheduling
process of program, design, bid and
construct, it is absolutely vital to the
success of any accelerated and
overlapped process such as phased
construction and fast track.
It is the construction manager's
ability to lay out a realistic
construction schedule that permits him
to identify the proper sequence and
detailing of all the design and
construction operations in order to
make the most effective use of the
time, money and people resources at
his command.
The process of construction
management is one of orchestrated
teamwork, with the Construction
Manager as the conductor (but not
dictator) of the activities of owner,
architect/engineer and contractors.
This does not imply any lessening
of the role or responsibility of the
design professional.
The designer will get a crash course
in how to manage his own design
process that should make him more
efficient and more profitable. He
should be able to eliminate the false
starts and re-starts in design that
come from getting facts too late to
prevent errors or false premises. And
he will get an education in how the
other parts of the process function
that should improve his own skills as
well.

C. M. Utilized on
a Dade County High
School
Having an interest in construction
management, the State Department of
Education has had a sort of pilot
project under way for two years,
applying the C.M. process to the
construction of a high school facility
in Dade County.
American High School, a 2600
student facility located in the growth
pattern of Northwest Dade County, is
scheduled to open its doors for classes
in September, a scant two years after
the initial selection of project
architects. This represents a time
CONTINUED

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Photos by Bob Hunter

THE FLORIDA ARCHITECT JULY/AUGUST 1976 / 9

A

pl

IS THERE A MANAGER, Continued
savings of some ten months over the
normal design, bid, construct process
and was achieved utilizing a modified
fast track/phased construction
procedure under the control of a
professional Construction Manager.
With the decision to build this
high school, the opportunity to utilize
construction management techniques
was taken by both the State
Department of Education and the
Dade County School Board.
Following the prescribed procedure of
advertisement and interview, the firm
CM Associates of Houston was
selected as Construction Managers in
August of 1974. As one of their first
tasks, CM Associates participated in,
without a vote, the architect selection
procedure. At that time, the joint
venture team of Smith Korach
Hayet Haynie Partnership of Miami
and Caudill Rowlett Scott of Houston
were chosen as Architects/Engineers
for the project.
CM's first step was to determine
a strategy for the project. This was
done by building a network diagram
with all significant design and
construction activities identified as to
owner, architect and construction
manager responsibility and arranged
in the proper construction sequence.
The diagram was at that point a broad
brush schedule, capable of fine tuning
as the project proceeded.
Prior to A/E selection, educational
specifications had been prepared by
School Board personnel. Taking these
specifications, CRS brought their
famed "squatter" team to Miami to
develop program and basic schematics
in an intensive week long session with
School Board personnel and SKHHP
participants. Throughout the design
stages, all presentations to the client
and reviewing agencies were made by
the C.M. and A/E team.
CM Associates, meanwhile, studied
the local construction scene in terms
of code requirements, construction
techniques, material availabilities and
union jurisdictions. Taking the first
schematics from the architects, the
Construction Manager performed a
series of value engineering/life cycle
cost studies. These covered each
major building component and
determined, for instance, that a steel
structural system would be more
economical, within the time frame
schedule, than a concrete system.
Following review and approval by the
project team, the components
determined to be the optimum for this
situation were then organized into a
kit of parts for use in designing the
school.

While design proceeded, CM
Associates, utilizing the studies of
local conditions, the components
selected and the schematic design,
developed a procurement strategy
breaking the total proposed
construction contract into four bid
packages. Each package was to be
opened on four phased dates in lieu
of the traditional single bid date for a
lump sum contract. There is a distinct
advantage in doing this by allowing
the later bid packages to be modified
as the price on earlier bid items are
compared to budget estimates. This
breakdown also shows the owner
exactly how much he is paying for
each piece of the total contract.
It is important to emphasize that
the bid package breakdown listed
here is peculiar to this project and
would vary to suit the special
conditions of any other project.
For American High School Bid
Package "A", opened on 6 January
1975, contained structural steel,
special foundations, earthwork,
concrete, elevators and chillers (later
assigned to Package B). Bid Package
"B", opened on 27 April, included
plumbing, electrical work, mechanical/
chiller, carpeting, fire protection,
integrated ceiling, roofing/fill and
masonry. Package "C", opened on
21 May contained misc. iron and
metal, steel frames, glass and glazing,
lath and plastering, quarry/ceramic
tile, VAT/special flooring and kitchen
equipment. The last Package "D",
opened on 8 July 1975, included fixed
equipment/millwork, landscaping and
site work, painting and general works.
Communications, teamwork and
adherance to tight schedules are all

V Wf

hallmarks of the C.M. process.
Particularly important is a need for
decisiveness-to have options laid out
and decisions made quickly and firmly.
On this project weekly meetings with
a printed agenda were held for
representatives of the project team at
the architects' office. In addition,
construction meetings at the job site
were held bi-weekly and a contractors
field report issued within two days
indicating items covered and actions
required from various team members
or contractors.
Since in this process the
Construction Manager occupies the
position normally occupied by the
general contractor, what are usually
sub contractors become prime
contractors. That is, each of these
contractors, some twenty in the case
of American High School, has a
separate contract with the owner and
each must assume some of the
administrative tasks usually handled by
the general contractor. CM
Associates supplied each with an
instruction manual outlining in
detail how to accomplish these
unfamiliar tasks.
An important control item for
both cost and scheduling is the project
accounting report, a computer printout
produced at the first of each month.
This report, sent to all team members,
quickly spots potential trouble in
lagging schedules and cost overruns
and is a most valuable management
tool. The report is broken into three
parts project cost status, project
payment report and detail construction
report.
For the American High School job
utilization of construction management
has resulted in a tightly run project
completed within the original schedule
and at a cost some $1,000,000 under
the budget. This savings is attributable
to several factors. In addition to
construction management, the
original budget was based on the
square foot cost of a conventional
high school built with a concrete
structural system. Value engineering
indicated the steel structure, which
was accepted, to be a significant
savings. Also, due to the recession the
project was bid in a declining
construction market.
A full evaluation of the process will
be conducted this fall by the
Department of Education. Meanwhile,
satisfaction has been such that the
same team has been commissioned by
the Dade County School Board to
repeat the plan, using the same
process, for building another new
high school in Southwest Dade County.
JWT

Forum III
West Palm Beach
Forum III is a professional and
commercial building complex
comprised of three 10 story build-
ings and a multi-level parking struc-
ture. The major aspects of Forum III
are its distinctive architectural de-
sign,the phase planning and related
design and the design of the traffic
flows.

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Fire Station No. 5
West Palm Beach
A municipal building designed for
complete efficiency to provide the
greatest exiting capability (90 sec-
onds from alarm to door closing).
The plan, a play of geometric forms,
was derived from the distinctive
program requirements. The central
apparatus room is bordered on one
side by sleeping quarters and gear
storage. On the other side is the
working, teaching, lounge and ad-
ministrative areas.

jjiN

The West Palm Beach firm of Schwab &
Twitty Architects, Inc. was established in
1968 with Ronald D. Schwab and Paul M.
Twitty as principals. It was incorporated in
1971 to better facilitate the management
and administrative needs of an expanding
Sand growing firm. Corporate titles are alter-
nated annually between the principals.
S Schwab & Twitty is a multi-discipline firm
performing work in all areas of the building
industry. Their services include, but are not
limited to, land planning, general architec-
tural services, graphics and signage, interior
design, landscape coordination, architec-
tural photography and construction man-
agement. All of these areas are related to the
total design and construction process and
are considered important components of
complete service.
The major portion of the firm's work has

been in multi-family housing with the sec-
ond largest dollar volume being office build-
ings. The remainder of the work has been
evenly distributed between schools, banks,
governmental, shopping centers, commer-
cial, single family residential, restaurants,
recreation, light industrial and institutional
buildings.
Prior to the recent recessionary period,
the firm had grown to a size of 52 people,
but has subsequently reduced its personnel
to around half that number. It is encouraging
to note that the firm has started rehiring due
to an increased workload and demand.
Schwab & Twitty has been able to main-
tain this relatively substantial size even
through the recession due, in part, to several
long range projects for clients having con-
tinued activity. These projects, with a ten
year or more buildout, carried on construc-

12/THE FLORIDA ARCHITECT JULY/AUGUST 1976

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tion activity at a diminished scale while still
requiring architectural services.
Several of these major projects are out of
the state, providing the firm with a broad
base of activity and clientel not limited to a
specific geographical area.The firm's project
experience has involved a variety of wide-
spread locations from Atlantic City, New
Jersey to Houston, Texas from the Bahamas
to Boyne City, Michigan. Presently projects
are either completed or in progress in the
following states: Florida, Georgia, South
Carolina, North Carolina, Tennessee, New
Jersey, New York, Ohio, Michigan, Wiscon-
sin and Texas.
Philosophy
As a philosophy of practice, it is the belief
of Schwab & Twitty that a good physical
environment is essential to the mental and

spiritual well being of any society. Architec-
ture, because of its driect relationship to
almost all of the elements making up this
environment, is in a unique position to have
a positive, far-reaching effect on society and
its cultural standards.
Architecture itself can be loosely defined
as the physical means by which man shel-
ters and gives order to his social activities. It
is historically a direct measure of his
sociological and technological advance-
ment and as such can be seen as embodying
everything that is and is not of lasting value
to a culture.
The firm believes that there exist stan-
dards of functional and esthetic excellence
by which any architecture can be measured,
that the degree of success in achieving this
excellence will have direct effect on those
who are exposed to it, and that there is

present in our culture today the need and
possibility for architectural excellence un-
matched at any time in history. It is to the
pursuit of this excellence that Schwab &
Twitty assign themselves.
They believe that for any building to be
successful it must be economically feasible,
aesthetically pleasing and functionally cor-
rect. Unless all three of these areas are prop-
erly addressed in the design, it will not be
totally successful.
Organization
The office functions primarily on a team
concept in the production of projects. The
size of a team can range from two or three
people to eight or ten depending on the
complexity of the project and timespan
within which it must be produced. Recently
six schools were produced simultaneously

for the Palm Beach County School Board
using this team concept. The end results
could not have been achieved without this
approach.
The firm does not have an established
limit on the size to which it will grow. The
principals felt from the outset that the firm
would grow as large as client demand dic-
tates. Schwab & Twitty feel that with the
proper organization and team effort any pro-
ject, no matter how large or small, can re-
ceive intensive study and attention. Also,
the larger firm would have more readily
available expertise to bring to bear on any
architectural commission.
The firm uses outside engineering consul-
tants rather than establishing an inhouse
capability, feeling this gives flexibility to the
workload and project schedule. Staff and
production capacity can be quickly ex-

14 / THE FLORIDA ARCHITECT JULY/AUGUST 1976

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Boca Raton
Orientation and privacy through ra-
tional planning have created a floor
plan with each apartment separate
without common party walls, free-
dom from the structural grid, yield-
ing each of the four units per floor
three separate vistas. The views in-
clude the Atlantic Ocean to the east,
the intracoastal waterway to the
west and the city of Boca Raton
beyond.The exterior design consists
of solid and void areas compliment-
ing the curvilinear form of the build-
ing by the division of the surfaces
with the expression of floor slabs
and balconies into areas and masses
of sunlight and shade.

Boca West
Boca Raton
A resort community for both the
permanent and second home buyer.
The 1400 acre site will eventually
consist of 15 residential villages of
10 to 50 acres each, intertwined
among the four golf courses, water-
ways, tennis and other recreational
facilities for the support of the
community. Each on the villages is a
small self-contained residential
community consisting of several di-
vergent compatible housing con-
cepts, including: Townhouses, gar-
den apartments, single level villas
and mid-rise apartment buildings
with four units to the floor.

I-
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So

panded by having several consultants that
are readily available and that the firm has
had experience and confidence in working
with.
The firm is completely computerized in
cost accounting, job cost analysis and bil-
ling procedure. A certified public accoun-
tant is a permanent member of the staff and
is responsible forfinancial management and
planning for review by the principals.

Marketing
Schwab & Twitty feel that marketing is an
important part of any architectural practice.
Even though 75% of their work comes from
past clients or client referral, it is felt that the
firm should have a continuing marketing
program to cover every area of social and
potential client spectrum.
At the present time four men are basically

responsible for the marketing function of the
firm: the two principals, the corporation
vice president and the president of their
planning affiliate. Even though these four
have the primary responsibility for day to
day marketing activity, it has been expressed
to all personnel within the office that each
can and should play an active role in the
total marketing program.This total activity is
essential for a continued and steady growth
process.
One important aspect of the marketing
program is project diversification. Schwab
& Twitty does not want to become known as
a steretyped architectural firm in only oneor
two building types, but rather a versatile firm
with a wide range of building type expertise.
It is felt a broad base in the construction
market will help protect its vitality and
growth from a slow down in any one sector

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of the construction industry.
From the public relations side of market-
ing, it is felt that the firm's name should be
exposed in the general news media as often
as possible to establish a community
awareness of its presence and project in-
volvement.
Administration
For the administration of projects, a job
file is kept in a three ring binder and subti-
tled under appropriate headings. All infor-
mation and correspondence is kept at the
team leaders desk while the job is in produc-
tion and construction. This allows ready av-
ailability of the file. Once the job is com-
pleted this information is placed in dead file
status and can be redrawn whenever neces-
sary in the future.
Each of the two principals is directly re-
sponsible for approximately 50% of the pro-

jects in the office with team leaders and job
captains reporting directly to them. Each
principal has overall responsibility of job
procurement, design, production and con-
struction coordination. This mode of opera-
tion was established when the firm was
founded and has continued to work well.
Schwab & Twitty feel it allows the principal
to maintain a continuity and control
throughout the project as it passes through
various stages. It has given a logical control
and production sequence to the total life of
the project and has also given the client
contact with the same principal for the dura-
tion of the job.
The principals involve themselves deeply
in the programming and concept stages
along with the senior men of the office.They
maintain a close relationship with the team
throughout the preliminaries, schematics,
construction document phase and construc-

16 / THE FLORIDA ARCHITECT JULY/AUGUST 1976

Surfsedge
Naples
Two fifteen story towers on a gener-
ous site in the midst of Park Shore, a
unique beachfront development
with the Gulf of Mexico to the west
and the Bay to the e3st Each apart-
nmen ur.I ha beer, de-sgried ro pro-
%ide m3jxmum epousure The indi.
ldulal aparltnenl Ioor plan pro-
idee nuliple choice or MO and
Ihree bedromn unLil

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KI
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KI

-a.

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F-~ I~2

A Master Plan by Team Plan,
Inc.

LittleTurtle
Columbus, Ohio
The first PUD, the first major con-
dominium in a strong single-family
market and the first large develop-
ment with contemporary architec-
tural design in Columbus. Its ex-
treme popularity is directly related
to its design and its planning as a
total community. Only half of the
allowed density has been planned
and designed, with individual units
adapted to their specific part on the
rolling and treed site. Thus 50% of
the acreage is provided for open
areas, recreational facilities, garden
plots, picnic areas, playgrounds and
bicycle and nature trails.

tion. In addition to the normal problem solv-
ing procedures implemented in the ar-
chitectural process, overall input is
achieved by interoffice juries. These juries
allow a project to be subject to intensive
scrutiny in the early phases of its develop-
ment.

Team Plan, Inc.
Schwab & Twitty has extensive experi-
ence in the areas of large scale master land
use planning, urban design, program and
space analysis, cost analysis and budgeting
and environmental impact assessments. All
of these extended services are implemented
with a total service team tailored to the re-
quirements of any given project.
Team Plan, Inc. is the land planning arm of
this organization. It is a separate and inde-
pendent corporation which can perform
work for other clients with Schwab & Twitty

are not directly involved.
Team Plan is a progressive firm dedicated
to the disciplines of comprehensive plan-
ning, urban design and design research. Im-
plicit in the nameTeam Plan is strong belief
in the team approach to problem solving
within the design disciplines.
The firm functions as the core of a multi-
disciplinary design/research group which is
assembled for each project and consists of a
wide range of consultants who are capable
of applying specific expertise toward solv-
ing a planning problem.
Schwab & Twitty, being results oriented,
embrace the comprehensive services re-
quired to analyze the clients architectural
needs, perform the necessary studies and
research to solve these needs and translate
the solution into a physical form that will be
aesthetically pleasing, economically feasi-
ble and functionally correct. *

SJoan Jefferson is the wife of architect Peter
Jefferson of Stuart, Florida. She is an ac-
countant and serves as Business Manager of
Peter Jefferson Associates as well as Presi-
dent of Common Place Enterprises, Inc.
Joan is an Associate Member, Palm Beach
Chapter, AIA and a member of National
Fire Protection Association.

Fire standards are not new. The
United States has had National fire
standards since at least 1896 when the
National Fire Protection Association
was formed. These standards were
designed primarily to prevent
conflagration, and generally tended
to protect property rather than lives.
During the past few years, movies
such as the "Towering Inferno", and
such devastating fires as the 1971
Hotel fire in Seoul, Korea that killed
163, and the 1972 High Rise fire in
San Paulo, Brazil that killed 16
and injured 375, focused public
attention on life and fire safety.
Washington, responding to this
public attention, formed the National
Commission on Fire Prevention and
Control (a 20 person commission;
including Educators, Fire-Fighters,
Insurance men, a Physician,
Polititians, a Newsman, a Fire
Equipment Representative, and a
Consultant to the National Council of
Negro Women, but no Architect).
In May, 1973, the Commission
presented findings of their two-year
study to the President in the form of
a book entitled "AMERICA
BURNING".
Based on this report, the 93rd
Congress enacted Public Law 93-498,
known as the Federal Fire Prevention
and Control Act of 1974.
The purpose of the act was to:
"(1) Reduce the Nation's losses
caused by fire through better fire
prevention and control;
(2) Supplement existing programs
of research, training, and education,

and to encourage new and approved
programs and activities by State and
Local Governments;
(3) Establish the National Fire
Prevention and Control Administration
and the Fire Research Center with
the Department of Commerce; and
(4) Establish an intensified
program of research into the treatment
of burn and smoke injuries and the
rehabilitation of victims of fires within
the National Institution of Health."
The National Commission on Fire
Prevention and Control, in their
report, "recommended to schools
giving degrees in Architecture and
Engineering that they include in their
curricula at least one course in fire
safety. Further, they urged the
American Institute of Architects,
Professional Engineering Societies,
and the State Registration Boards to
implement this recommendation."
Mr. Jim Dowling, Chairman,
National AIA Building Codes
Committee, states that in compliance
with this recommendation, the AIA
is stressing education of the Architect
in Fire and Life Safety.
Currently, in Florida, the accredited
schools of Architecture do not offer a
three hour course in Life/Fire Safety;
however, the subject is integrated
into other courses. There are Life/Fire
Safety related questions given on the
Florida Registration Examination
at this time.
Educating the public to fire
prevention and safety is one of the
prime objectives of the Florida State
College located in Ocala.

The Fire College has an extensive
fire related-library which is available
to the public and offers both
fire-fighting training and assistance
to communities in fire-related planning.
The Fire College will provide
seminars for Architects, either at the
Fire College or through Vo-Tech
courses in individual communities.
They will also review plans for the
individual Architect, who may live in
an area where there is not a Fire
Marshal available or qualified to offer
this service. This process is somewhat
limited, however, as the Fire College
does not have a large staff qualified
to offer this service.
For information relative to the
Fire College and their programs,
contact the Director, Mr. Allan Wilson.
One of the most difficult problems
the Architect encounters in utilizing
Fire Standards and Codes is their
lack of standardization.
It seems obvious that Fire Standards
and Codes are applied indiscriminately.
There would seem to be defects in
Codes that require sprinkler systems
on the exterior of buildings where
there is no possibility of conflagration.
In the new Miami Police
Administration Building, a concrete
building, sprinklers were required not
only over the quarry tile paving
surrounding the building, but over the
exterior, covered motorcycle parking
areas. If there were an oil or gasoline
originated fire, the water, of course,
would not put the fire out, and in
fact, could act as an agent to worsen
the situation. At the same facility

18 / THE FLORIDA ARCHITECT JULY/AUGUST 1976

fire codes require standpipes in the
concrete parking garage. What is the
purpose? What is the cost/benefit
ratio in this instance?
On the other hand, there would
also seem to be defects in Codes that
would permit the new hotels with
great interior atriums without means
of venting at the roof line.
In a building, it is known that the
most common means of fire travel are
by way of vertical arteries. Recently,
people have been killed in Hotel fires
that were of so-called "fire-resistive"
construction, when the smoke and
heat traveled to many parts of the
building through open stairways,
utility shafts, and ventilating ducts.
When smoke and heat travels upward
to the top and is unable to escape or
continue upwards, it will spread
horizontally.
It requires little imagination to see
what the results of a fire in an atrium
Hotel might be.
* There are at least sixty-three
Federal Agencies involved in fire
safety; many of them are empowered
with the right to promote and enforce
fire standards.
According to Mr. Irwin A. Benjamin,
Chief, Fire Safety Engineering
Division, National Bureau of Standards,
"there is a climate of change in code
enforcement in this Country which
will bring us from the single source
solution to multiple options." What
price will the Architect pay for these
so-called trade-offs?
* In the State of Florida, if you are
the Architect for a State-financed
project, your design is governed by
the 1967 issue of the NFPA Life
Safety Code.
If you are designing a bowling
establishment, dry cleaning plant,
garage, lumber yard and/or
woodworking plant or place of
assembly, your design is governed
by the Florida Fire Prevention Code.
At this time, these are the only

t 'Ml 7

Architectural projects governed by
State Fire Codes or Standards.
However, during the last Florida
Legislative Session, House Bill 4145
was adopted, charging the State Fire
Marshal's Office with "Establishment
for uniform fire safety standards for
State-owned and State-leased buildings,
and for all Hospitals, Nursing Homes,
Rest Homes, Correctional Facilities,
Public Lodging Establishments, Public
Food Service Establishments,
Elevators, Migrant Labor Camps, and
Self-Service Gasoline Stations, of which
standards the State Fire Marshal shall
be the final administrative interpreting
authority."
Mr. Olin L. Greene, Director,
Division of State Fire Marshal, is in the
process, at this time, of preparing the
above standards; unfortunately, this
work is being done without any input
from members of the architectural
profession. Mr. Greene would welcome
such input, and it seems a rare
opportunity for the architectural
profession to help create standards,
rather than being in a position of
trying to change them after they have
been adopted. Ironically, the
professions least represented in the
development of Fire safety standards
are the Architects and the
Fire-Fighters.
At the local level in Florida, chaos
abounds. Most local entities are certain
that Fire Standards are necessary and
good, but which standard is best?
Some have adopted Fire Standards by
adopting Codes such as the Southern
Standard Building Code or the South
Florida Building Code (not necessarily
the current year's edition), others have
adopted the 1967 or 1970 or 1973
NFPA Life Safety Code or are waiting
to adopt the 1976 Edition, and still
others have or plan to write their own
Fire Prevention and Safety Code.
What does all this mean to the
Architect? To quote Professor Boyd
Hartley, Chairman, Department of
Fire Protection and Safety Engineering,
Illinois Institute of Technology, it
means "that the Architect can no
longer ignore either the existence of
the fire problem or the efforts of
Fire Protection Engineers and
Specialists, as well as Federal and
other levels of Government establishing
building requirements now and in the
future. If Architects do not provide
realistic, practical, and well

thought-out input into the system,
they will undoubtedly find that the
Standards in the future will contain
many provisions that some Architects
(at least) will consider to be both
impractical and unreasonable."
What does it mean to you? 0

New School Heads, Cont.

1Mark T. Jaroszewicz
Dean
College of Architecture
University of Florida
Describing architecture as "the
difficult and complex art and science
of building a setting for human life,"
Mark Jaroszewicz says an architect
needs "human empathy, artistic
creativity, technological competence
and organizational and economic
acumen."
Mark T. Jaroszewicz, AIA, will
assume his duties on 1 September as
the first Dean of the College of
Architecture at the University of
Florida. He comes to Florida from
Oklahoma State University where he
has been Professor and Head of the
School of Architecture since 1973.
Born in Warsaw, Poland in 1921,
Jaroszewicz arrived in the U.S. in
1946 and became a naturalized citizen
in 1953. He received a Diploma in
Architecture and Urban Design from
Swiss Federal Institute of Technology,
Zurich, 1945, equivalent to a master's
degree in this country.
His professional experience,
including several years of private
practice, was in the Detroit area.
He last practiced as Principal and
Vice President of Tarapata-MacMahon-
Paulsen Corp. of Bloomfield Hills,
Michigan prior to entering fulltime
teaching. Jaroszewicz has had work
published in a number of architectural
magazines and has received 20 major
awards on the national, state and
local level. Consider that the torrid
lands lying on either side of the
equator offer some of the most
difficult building conditions on the
earth. Dean Jaroszewicz sees this
as opportunity for the College
of Architecture.
He would like to establish the UF
school as the "major force in tropical
architecture." He says that over 95%
of the world's developing nations
lie in the tropical or semi-tropical
environmental belts, along with
Florida. Therefore he believes the
College can aid the poorer nations by
striving to solve the problems faced
by the tropical architect.
Jaroszewicz has always maintained
an active participation in the AIA,
having served in all the major offices
of the Detroit Chapter. He was Vice
President for 1976 and President
Elect for 1977 of the Oklahoma
Chapter AIA. With this background
he looks forward to being able to
participate in FAAIA activities. *

THE FLORIDA ARCHITECT JULY/AUGUST 1976 /19

Photos by Kurt Waldmann

I

Pensacola Junior
College Library
Pensacola

THE BULLOCK
ASSOCIATES
ARCHITECTS
AND
PLANNERS,
INC.
This library is the last major building
on an established campus. No
provisions were made for this structure
in the master plan. However, siting by
the architect resulted in a compatible
interface with existing campus
circulation.
A limited budget of approximately
$25.00 per square foot dictated a
simple straight forward structure. The
exterior materials were to be
compatible with the existing buildings.
For variation, the architect provided
sculptured openings for penetration of
natural light and a sky lighted stairwell
surrounded by a mezzanine as a spatial
link between the first and second
levels.

20 /THE FLORIDA ARCHITECT JULY/AUGUST 1976

2

Golf Clubhouse
Naval Air Station
Pensacola

THE BULLOCK
ASSOCIATES
ARCHITECTS
AND
PLANNERS,
INC.
This complete golf club facility serves
two 18 hole golf courses. It brings
together many diverse functions
encompassing full food service, pro
shop, locker rooms, cart storage
and service.
Taking advantage of pleasant
weather, an outdoor terrace is
provided on the second level. This
will also accommodate large overflow
crowds during golf tournaments.
The Club has become the most popular
place on base and is used by various
military and civilian organizations for
meetings, luncheons and cocktails.
The building is of poured in place
concrete construction, exterior and
interior, with the mass of this
structure being used to eliminate the
sound of low flying jet aircraft.

-o OOR P -
SEVFLO

4
FVW FLCOR

THE FLORIDA ARCHITECT JULY/AUGUST 1976 / 21

Airman's Open
Mess Eglin Air
Force Base

THE BULLOCK
ASSOCIATES
ARCHITECTS
AND
PLANNERS,
INC.
This is first and primarily a recreation
facility used by off-duty young airmen
and airwomen. The concept was to
provide an attractive place that had a
specific appeal to the young, 17-20
years of age. Of prime importance was
to aid the Air Force in their enlisted
retention program. Within this
context, the resulting architecture is
most successful and has tremendous
appeal to the users.
The major functional problems
were those of separation of diverse
activities: eating, dancing, drinking,
live entertainment, quiet listening
music, games and meetings. The
multilevel structure, taking advantage
of the sloping site, accomplishes the
required separation while remaining
very functional and open.

Pittsburgh's Golden
Triangle now boasts a new
34-story jewel with 14 glim-
mering facets. (The two
octagons share a side, if
you're counting.)
It's the twin towers of
the Equibank Building, at
Oliver Plaza, sheathed
entirely in PPG Solarban
550 Twindow reflective
insulating glass.
The glass adds to a
fascinating, unconventional
design and makes it an
incredible visual drama that
teases the passer-by with
eye-boggling reflections.
It's an inviting building.
Warm and welcoming. And
a welcome relief from the
cold, impersonal bank build-
ings of the past.
Yet for all its reflective
beauty, the glass gives the
building a very practical
side, too. The inside.

PPGGI

Owner: Oliver Tyrone Corporation, Pittsburgh
Architect: Skidmore, Owings & Merrill, Chicago
Because of the reflec-
tive and insulating qualities
of PPG Solarban 550
Twindow glass, the building
will stay warm in the winter
and cool in the summer.
And will do it using
about half the energy of a

similar building built 5 to 8
years ago.
Today, more than ever,
buildings have to be energy
efficient. But that does not
mean they can't be spectacu-
larly beautiful. The Equibank
Building and PPG high-
performance glass have
proved it again.
Start to prove it to your-
self. Write to us and we'll
send you information on all
the PPG high-performance
glasses. There's one that's
right for your job.
Write PPG Industries,
Inc., One Gateway Center,
Pittsburgh, Pa. 15222.
PPG:
a Concern for the Future

INDUSTRIES

HELPED
h~n~*

Photo
MNe s arvin Sloben

Capitol City Civic Center

Working drawings are now in progress
for the new Tallahassee-Leon County
Civic Center. The $24 million project
is designed by Barrett, Daffin and
Figg Architects/Engineers/Planners.
Funds for the project will come from
three sources: $12 million from the
State University System, $6 million
from Leon County and $6 million
from Tallahassee. The multi-use
facility includes an arena seating
13,500 persons, a 40,000 square foot
exhibition hall, a theatre seating 2200
and parking for 1000 cars.
Construction is slated to begin in
January 1977. Consulting Architects
for the project are Curtis and Davis,
Inc.

Error of Omission

The following is a list of Florida architects
who received Honorable Mention in the
Biscayne West competition featured in The
Florida Architect for May/June.

- ---A ...r. .W m 0 IR
South Dade Correctional
Institution
A new correctional institution in South
Florida resembles a college campus
more than a medium-security prison.
Designed by the Smith Korach Hayet
Haynie Partnership of Miami, the
center reflects the unique concept
of creating a more intense
treatment-oriented institution than is
usually available. Its concept was
created by the State of Florida
Division of Corrections under a
program prepared by the Law
Enforcement Assistance Agency in
conjunction with the consulting firm
of Curtis and Davis, Inc. of New
Orleans. The $8.8 million project
includes 16 buildings covering 163,000
square feet on a 60 acre tract of land.

Letters
Coral Gables History

Dear John:
Per your request, I am pleased to
give you the following information on
some Coral Gables buildings which you
may not be familiar with. Please call
me any time you care to as I was
associated with Mr. Paist and Mr. Fink
on all their controls of the architecture
in the City of Coral Gables directly
under Mr. George Merrick.
Mr. Walter DeGarmo and Phineas
E. Paist were architects for the
Douglas Street Entrance Building at
Douglas Road and the Trail.
The Granada Plaza Fountains were
designed by Artist Denman Fink in
association with Phineas E. Paist.
Paist and Steward were the
architects for the City Hall of Coral
Gables as well as the Christian Science
Church opposite the City Hall.
Paist and Steward were architects
for the Coral Gables Fire Station,
and the old Coral Gables Ground Sales
Building at the corner of Ponce de
Leon and Coral Way, which is now
occupied by the Flagship First
National Bank.
Mr. Denman Fink, a nationally
known artist, collaborated on all of
these projects, as well as all the plazas
in Coral Gables.
Yours very truly,
Harold D. Steward

Correction on KBJ Projects

Dear John:
Congratulations on another excellent
issue. The magazine is developing
variety, style, content and is graphically
pleasing.
A correction is in order in the
Independent Life and Atlantic Bank
articles:
The Landscape Architect for
Independent was Robert Hartwig and
Associates and for Atlantic was Urban
Space Design, Inc., just the reverse of
the published credits. Otherwise, the
articles were first class.
Sincerely yours,
Richard T. Reep
Vice President
Kemp, Bunch and Jackson,
Architects, Inc.

Design Awards

Dear John,
On behalf of the Mid-Florida
Chapter, I want to thank you for the
coverage you gave our award's
program.
Very truly yours,
D. B. Young, Jr., AIA
Honors and Awards Committee

Dear John,
I was very pleased with the coverage
of the Florida Gulf Coast Chapter
Awards in the May/June issue. Well
done!
How much would 100 extra issues
cost the Chapter for distribution to
local business men?
Very truly yours,
Mark Ramaeker,
Architect AIA

EDITORS NOTE: In the future when we
run Chapter Design Awards extra copies
can be made available at cost for local
public relations use.

Jack McGinty, FAIA
The 1977 President of the Institute will deliver a major
address on future trends in society resources/energy/
consumerism/technology and how these affect the
future of the profession.

Walter Netsch, FAIA
The creator of the "field theory" approach to design will
relate present and future influences on the design process.
John Johansen, FAIA
A designer noted for his individual and unique work will
expound on his design theory and explore its future
direction.

C. Herbert Wheeler, FAIA
Noted for his work in office practice techniques, Wheeler
will show "Project Documentation Systems" with
innovations in graphic and specification documentation,
documentation planning and management plus
simplification of working drawings.

Fred S. Dubin, P.E.
An engineer noted for his work in the field of energy will
speak on the topic of "Energy Conservation and the Design
Professional."

And You -
whose professional knowledge and capabilities will be
greatly enriched by attending this 62nd Annual FAAIA
Convention and Building Products Exhibit.